Mgt 351 Final Report

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Table ofContents

Topic Page

1. EXECUTIVE SUMMARY 2

2. INTRODUCTION 3

3. OBJECTIVES 3

4. COMPANY INTRODUCTION 4

5. ORGANIZATIONAL CHART OF CITYCELL 5

6. WHY IS HR MANAGEMT IMPORTANT 6

7. LITERATURE REVIEW 7

8. METHODOLOGY 9

9. LIMITATIONS 10

10. MEASURES 10

11. ANALYSIS 11

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12. RECOMMENDATION 19

13. CONCLUSION 19

14. BIBLIOGRAPHY 20

EXECUTIVE SUMMARY

HUMAN RESOURCE MANAGEMENT (HRM) is the process of acquiring,

training, appraising, and compensating employees, and attending to their labor relations, health and

safety, and fairness concerns.

By using different methodology like observation, discussion,

interview and secondary data we tried to compile all the information relating

HUMAN RESOURCE MANAGEMENT (HRM). Gathered informations are explained in

table, charts, and comparative description.

We surveyed distinct organization to collect actual information

about HUMAN RESOURCE MANAGEMENT (HRM). This surveyed has reflected the

HUMAN RESOURCE MANAGEMENT (HRM) is an important issue which needsimportant attention from the managerial part.

In a nutshell it is gleaned from primary and secondary data that

HUMAN RESOURCE MANAGEMENT (HRM) cannot be ignored from the managerial

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part to keep the working environment favorable to achieve the organizational

goals and to protect the image or goodwill of the particular organization.

INTRODUCTION

These are interesting times for human resource (HR) managers.

Globalized production and sales mean more competition and more competition

means more pressure to improve- to lower costs, to make workers more

productive, and to do things better and less expensively. For employers around

the world, the human resource function is a key player in helping companies

achieves these strategic aims. For example, more than a third of all firms now

rely on computerized HR technology to more efficiently track, test, and/or

select job applicants. Forty-one percent of large firms (and 24% of firms

overall) have human resource call centers, or intranet-enabled processes that

let employees service their own HR needs (changes in benefits, for instance).

OBJECTIVES

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The objectives of this project paper are followings

To find out the actual meaning of HUMAN

RESOURCE MANAGEMENT (HRM)

To identify the roots of HUMAN RESOURCE

MANAGEMENT (HRM)

To show that HUMAN RESOURCE

MANAGEMENT (HRM) is a important issue in

ensuring a companys successful future.

COMPANY INTRODUCTION

Citycell (Pacific Bangladesh Telecom Limited) is Bangladeshs pioneering

mobile communications company and the only CDMA mobile operator in the

country. Citycell is a customer-driven organization whose mission is to deliver

the latest in advanced telecommunication services to Bangladesh.

The company offers a full array of fixed and mobile services for

consumers and businesses that are focused on the unique needs of the

Bangladeshi community. Citycells growth strategy is to integrate superior

customer service, highest standard technology and choice of packages at

affordable rates.

The company operates a 24-hour call centre with well trained operators

to respond to customer queries. Citycells customer services are open 7 days a

week to ensure customers can access Citycell at any convenient time.

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Citycell is focused on innovation and creating new ways for customers to

stay in touch and to do business. Citycell is offering a wide range of

competitive pre-paid and post-paid mobile packages as well as Value Added

Services such as SMS and information based services.

Citycell (Pacific Bangladesh Telecom Limited) has been converted into a

Public Limited Company with effect from 28 March, 2008 in compliance with

the Notification No. SEC/CMRRCD/2006-159/Admin-03/23 of Securities and

Exchange Commission of Bangladesh.

Following lists the shareholders of the company:

Pacific Motors Limited Pacific Traders Limited Pacific Industries Limited Far East Telecom Limited SingTel Asia Pacific Investments Pte Ltd SingTel Consultancy Pte Ltd Singapore Telecom Paging Pte Ltd

ORGANIZATIONAL CHART OF CITYCELL

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WHY IS HR MANAGEMT IMPORTANTWhy are these concepts and techniques important to all managers?

Perhaps its easier to answer this by listing some of the personnel mistakes

everyone dont want to make while managing. For example

Hire the wrong person for the job

Experience high turnover

Have your people not doing their best

Waste time with useless interviews

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Have your company taken to court because of

discriminatory actions

Have your company cited under federal occupational

safety laws for unsafe practices

Have some employees think their salaries are unfair

and inequitable relative to others in the organization

Allow a lack of training to undermine your

departments effectiveness

Commit any unfair labor practices

LITERATURE REVIEW

RECRUITMENT AND SELECTION POLICIES

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In order to meet our organizational and operational objectives and achieve our

full potential, we need to ensure that on each and every occasion we recruit

the right person to fill every vacancy. Mistakes in recruitment and selection are

costly to correct., so it makes sound business sense to ensure that effort and

consideration does into making well informed recruitment and selection

decisions.

The policy is a framework for recruitment in the Authority and is supported by

Guidance Notes that give clear guidelines relating to the duties and

responsibilities of all individuals involved in the recruitment and selection

process. All such individuals have a duty to become familiar with the

requirements of the policy and the Guidance Notes and to seek advice as and

when necessary on their correct use. Advice and support will be readily

available from a range of specialist staff within the business Support Unit. It is

essential to ensure that statutory obligations places on the Council by

legislation are strictly adhered to with particular reference to.

DECISION DECENTRALIZATION

Decision Decentralized making is any process where the decision making

authority is distributed throughout a larger group. It also connotes a relatively

higher authority given to lower level functionarys executives, and workers.

This can be in any organization of any size from a government authority to a

corporation. However, the context is in which the term is used is generally that

of larger organizations. The decisions arising form a process of decentralized

decision making are the functional result of group intelligence and crowd

wisdom.

TRAINING AND DEVELOPMENT

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It is the field concerned with organizational activity aimed at bettering the

performance of individuals and groups in organizational settings. It has been

known by several names including employee development, human resource

development and learning development.

CAREER DEVELOPMENT

The lifelong series of activities that contribute to a persons career exploration,

establishment, success, and fulfillment.

PROMOTION POLICIES

Promotions traditionally refer to advancements to positions of increased

responsibility; transfers are reassignments to similar positions in other parts of

the firm. For employers, promotions can provide opportunities to reward

exceptional performance, and to fill open positions with tested and loyal

employees.

PERFORMANCE APPRAISAL

Evaluating an employees current and or past performance relative to his orher performance standards.

WORK ENVIRONMENT

It makes sense that people that are happy within their working environment

will work far more effectively and happily that those who are uncomfortable. It

therefore makes sense to consider certain aspects of your employees

workspace quite carefully.

FINANCIAL PERFORMANCE

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A subjective measure of how well a firm can use assets from its primary mode

of business and generate revenues. This term is also used as a general

measure of a firms overall financial health over a given period of time, and

can be used to compare similar firms across the same industry to compare

industries or sectors in aggregation

PAY FOR PERFORMANCE: INCENTIVE REWARDS

It is a motivation concept in human resources, in which employees receive

increased compensation for their work if their team, department or company

reaches certain targets.

METHODOLOGY

The service company that we selected in order to verify the hypothesis that we

made was CITYCELL Group. When we contracted the company we initially

talked to the senior officers. We had brought our questionnaire with us whichwe requested them to fill up for us.

Questionnaire

Other sources-

Company reports by different departments.

Companys background objective and vision were collected from various

trusted sources like internet website, other official documents of thecompany etc.

We used technical instruments like Microsoft Word, SPSS (statistical software).

We also use Human Resource management book by Gary Dessler.

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Measures:

Variables such as recruiting & selection policies, decision

decentralization, training & development, career development, promotion

policies, performance appraisal, work environment, financial performance,

managing compensation, pay for performance: incentive rewards were

measured using a 1 to 5 scale (5 = highly agree, 4 = moderately agree, 3 =

agree, 2 = moderately disagree, 1 =highly disagree). The value of each

statement enabled us to measure the data for our hypothesis.

ANALYSIS

Initially to analyze the data that we have gathered from our respondents, we carried out

reliability test. In the reliability test our standard alpha value gain is 0.4. So any observation giving

us less than 0.4 had to be excluded using factor analysis. Finally after ensuring the reliability of our

data we used curve regression to test our hypothesis. We performed our calculations holding

(recruiting & selection policies, decision decentralization, training & development, career development,

promotion policies, performance appraisal, work environment, financial performance, managing

compensation, pay for performance: incentive rewards) as independent variables and dependent

variables.

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HYPOTHESIS:H = negatively relationship between two variables

Ha= positively relationship between two variables

In hypothesis 1, we predict that recruiting and selection policies are positivelyrelated to career development.

In hypothesis 2, we predict that recruiting and selection policies are positively

related to performance appraisal.

In hypothesis 3, we predict that, decision decentralization is positively relatedto work environment.

In hypothesis 4, we predict that, training and development are positivelyrelated to career development.

In hypothesis 5, we predict that, training and development are positivelyrelated to promotion policies.

In hypothesis 6, we predict that, career development is positively related to

pay for performance: incentive rewards.

In hypothesis 7, we predict that, work environment is positively related tofinancial performance.

CURVE REGRESSION:

In curve regression we get b0 & b1 values. The b1 value tell us to what extent Y changes when X

changes by 1 assuming Y is the dependent variable and X is the independent variable.

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RECRUITING & SELECTION POLICIES VS CAREER DEVELOPMENT:

MODEL: MOD_1.

_

Independent: RSP

Dependent Mth Rsq d.f. F Sigf b0 b1

CD LIN .256 13 4.48 .054 2.1451 .4626

CD

RSP

5.04.54.03.53.02.5

4.6

4.4

4.2

4.0

3.8

3.6

3.4

3.2

3.0

2.8

Observed

Linear

Hypothesis 1:

The b1 value for recruiting & selection with career development is 0.4626. This indicates that if

recruiting & selection increased 1 than carrier development will increase by 0.4626. So there is a

strong positive relationship between recruiting & selection and carrier development.

Other hand, value of alpha in all of the cases is above than 0.4. That's why we can say that the

relationship with this two is reliable. So we select alternative hypothesis.

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RECRUITING & SELECTION POLICIES VS PERFORMANCE APPRAISAL:

MODEL: MOD_2.

_

Independent: RSP


PA LIN .218 13 3.63 .079 2.3459 .4594

PA

RSP

5.04.54.03.53.02.5

5.0

4.5

4.0

3.5

3.0

Observed

Linear

Hypothesis 2:

The b1 value for recruiting & selection with performance appraisal is 0.4594. This indicates that if

recruiting & selection policies increased 1 than performance appraisal will increase by 0.4594. So

there is a strong positive relationship between recruiting & selection and performance appraisal.



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DECISION DECENTRALIZATION VS WORK ENVIRONMENT:

MODEL: MOD_3.

_

Independent: DD


WE LIN .198 13 3.21 .096 2.0678 .5145

WE

DD

4.64.44.24.03.83.63.43.23.02.8

5.0

4.5

4.0

3.5

3.0

2.5

Observed

Linear

Hypothesis 3:

The b1 value for decision decentralization with work environment is 0.5145. This indicates that if

decision decentralization increased 1 than work environment will increase by 0.5145. So there is a

strong positive relationship between decision decentralization and work environment.Other hand, value of alpha in all of the cases is above than 0.4. That's why we can say that the


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TRAINING & DEVELOPMENT VS CAREER DEVELOPMENT:

MODEL: MOD_4.

_

Independent: TD


CD LIN .583 13 18.17 .001 .7024 .7974

CD

TD

4.84.64.44.24.03.83.63.43.2

4.6

4.4

4.2

4.0

3.8

3.6

3.4

3.2

3.0

2.8

Observed

Linear

Hypothesis 4:

The b1 value for training & development with career development is 0.7974. This indicates that if

training & development increased 1 than career development will increase by 0.7974. So there is a

verystrong positive relationship between training & development and career development.



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TRAINING & DEVELOPMENT VS PROMOTION POLICIES:

MODEL: MOD_5.

_

Independent: TD


PP LIN .497 13 12.87 .003 .7843 .8120

PP

TD

4.84.64.44.24.03.83.63.43.2

5.0

4.5

4.0

3.5

3.0

2.5

Observed

Linear

Hypothesis 5:

The b1 value for training & development with promotion policies is 0.8120. This indicates that if

training & development increased 1 than promotion policies will increase by 0.8120. So there is a

verystrong positive relationship between training & development and promotion policies.



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CAREER DEVELOPMENT VS PAY FOR PERFORMANCE: INCENTIVE

REWARDS:

MODEL: MOD_6.

_

Independent: CD


PFPIR LIN .601 13 19.55 .001 1.1190 .7233

PFPIR

CD

4.64.44.24.03.83.63.43.23.02.8

5.0

4.5

4.0

3.5

3.0

2.5

Observed

Linear

Hypothesis 6:

The b1 value for career development with pay for performance: incentive rewards is 0.7233. This

indicates that if career development increased 1 than pay for performance: incentive rewards will

increase by 0.7233. So there is a verystrong positive relationship between career development and

pay for performance: incentive rewards.



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WORK ENVIRONMENT VS FINANCIAL PERFORMANCE:

MODEL: MOD_7.

_

Independent: WE


FP LIN .653 13 24.49 .000 2.1138 .5696

FP

WE

5.04.54.03.53.02.5

5.2

5.0

4.8

4.6

4.4

4.2

4.0

3.8

3.6

3.4

Observed

Linear

Hypothesis 7:

The b1 value for work environment financial performance with is 0.5696. This indicates that if

work environment increased 1 than financial performance will increase by 0.5696. So there is a

strong positive relationship between work environment and financial performance.



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RECOMENDATION

HR MANGEMENT is the responsibility of every manager- not just those in

the HR department.

The intensely competitive nature of business today means HR managers

must always stand ready to defend their plans and contributions in

measureable terms.

The HR manager must design his or her departments HR system relative

to achieving the companys strategic aims.

HR managers increasingly rely of information technology to help support

companys strategic aims.

In the HR issues nowadays globalization and diversity are important.

CONCLUSION

We started our study with five independent variables (Recruitment and

selection policies, decision decentralization, training and development, career

development, work environment) and one dependent variable (career

development, promotion policies, performance appraisal, work environment,

financial performance, and pay for performance: incentive rewards). We

carried out computation on SPSS based on the data that we have collected

from our study.

We did our hypothesis in seven different variables. In all the cases we

found there is a positive relationship with each other. From the SPSS part we

got the reliability test on each and every section more than 0.4 which indicates

our data is reliable enough.

More organizations need to pay attention and develop HR policies. A

carefully designed policy implemented with attention to letter and spirit

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assures everyone that the organization sets and plays by fair rules, and that

those at the top are subject to the rules as much as anyone else.

BIBLIOGRAPHY

www.citycell.com

Company brochure

From Employee conversation. Text book

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http://www.citycell.com/http://www.citycell.com/

Documents

Mgt 351 Final Report